Magnetic by Design: How Movement Turns Offices into High‑Performance Culture Hubs

Workplaces are evolving fast, but the question that really matters isn’t “How do we get people back into the office?” It’s “What makes people want to come in?” In a recent InnPact Podcast conversation, Dave Kearns of Cadence and James Wu of InnerSpace explored how intentional design and behavioral insights are shaping the next generation of offices. Their message is clear: the most effective workspaces aren’t mandatory, they’re magnetic.

For decades, attendance was assumed. People came to the office because they had to. That era is over. As Dave explains, the new reality is that the greatest amenity any workplace can offer is choice. Employees now expect to balance work with life, and they will only give up that flexibility if the office experience feels worth it. Leaders must design spaces that draw people in by supporting real collaboration, meaningful connection, and purposeful work. No one wants to go back to the office, with the basic objective to be present, they need to go back to interact, gain value and enjoy the experience.

Traditional metrics like badge swipes or occupancy rates tell companies who showed up. But they don’t reveal what really happened once people were inside. Leaders need to look deeper and understand the importance of looking at movement patterns. How do employees flow through spaces? Where do teams naturally gather? Which zones attract energy, and which ones get ignored? By studying these patterns, organizations uncover insights that transform design decisions. Instead of guessing, leaders can reorganize teams to sit closer to their natural collaborators, place shared resources where they matter most, and remove friction from daily work.

Movement data isn’t just abstract numbers. It’s the clearest signal of how work gets done. By analyzing mobility across teams, companies can identify who needs proximity, which areas waste time, and where collaboration thrives. Small shifts, like seating project teams together instead of splitting by department, can have an outsized impact. Less time walking, more time working. As James points out, this approach reframes the office as a tool for performance rather than just a container for desks.

Another powerful theme from the discussion is intentionality. Dave notes that offices are increasingly being used as cultural centers of excellence - places where people gather with purpose, not out of obligation. Some teams may come together weekly, others quarterly, still others annually. What matters is that the rhythm is deliberate and designed to renew trust, strengthen culture, and spark collaboration. This shift away from blanket mandates acknowledges that one-size-fits-all attendance policies don’t work. Trust has a half-life, and organizations that schedule meaningful moments of reconnection will keep that trust alive.

Focusing on attendance alone can be misleading. The rise of “coffee badging”, where employees swipe in, grab a coffee or lunch, and leave, shows why surface-level data is unreliable. On paper, it looks like engagement. In reality, it signals disengagement. Only by tracking behavior, can leaders uncover what’s really happening and adjust their spaces accordingly.

Workplace design is about more than efficiency. It’s a cultural signal that employees are valued, and it’s a sustainability strategy. Right-sizing real estate reduces wasted square footage and lowers carbon impact. When companies make smarter use of existing buildings, they help prevent unnecessary new construction, benefiting both employees and the planet. Even small design choices informed by movement data can have ripple effects. For example, rethinking how waste and recycling stations are placed can both save time and improve sustainable practices.

The takeaways for workplace leaders are straightforward: 

Measure behavior, not just presence. Design offices to be magnets, not mandates. Organize space around flows and interactions, not hierarchies. Focus on intentional gatherings that build trust and culture. And align space strategy with broader goals of well-being and sustainability. As Dave puts it, leaders must prioritize measuring organic behavior, not manufactured compliance. And James reminds us that executives’ own habits don’t always reflect the needs of the wider workforce. The key is to listen to the data that comes from movement, because that’s where the truth of work lives.

Movement is the most honest data an organization has. By paying attention to it, leaders can design workplaces that people actively choose to use. Workspaces that save time, spark collaboration, build culture, and support sustainability. In short, offices that aren’t mandatory, but magnetic.